管理基础理论与实践.docx

管理基础理论与实践.docx

《管理基础理论与实践.docx》由会员分享，可在线阅读，更多相关《管理基础理论与实践.docx（14页珍藏版）》请在冰点文库上搜索。

管理基础理论与实践

Introduction

Inthisassignmentisgoingtodoageneraldiscussionaboutthreeclassicmanagementtheories,theoryXandtheoryY,theoneminutemanagerandTotalqualitymanagement.ThepurposeistofigureoutwhichoneisofthegreatestvalueinChinain2012withcurrentphenomenonofenterprises.

TheoryXandTheoryY

TheoryXandTheoryYaretheoriesofhumanmotivationcreatedanddevelopedbyDouglasMcGregorattheMITSloanSchoolofManagement（1960）thathavebeenusedinhumanresourcemanagement,organizationalbehavior,organizationalcommunicationandorganizationaldevelopment.Theydescribetwocontrastingmodelsofworkforcemotivation.

TheoryXandTheoryYhavetodowiththeperceptionsmanagersholdontheiremployees,notthewaytheygenerallybehave.

InTheoryX,managementassumesemployeesareinherentlylazyandwillavoidworkiftheycanandthattheyinherentlydislikework.Asaresultofthis,managementbelievesthatworkersneedtobecloselysupervisedandcomprehensivesystemsofcontrolsdeveloped.

Forexample,HaiergroupisalargeenterpriseinChina,establishedin1984.Thereisa"slopespheretheory"inHaierculturewhichmeansenterprisepositioninthemarketislikeaslopeball,theballneedsarisingforce（targetascension）,makeitscontinuousdevelopmentupward;butalsorequiresthecheckpower（basicmanagement）,preventitfell.MainlyDownforcesarefromtheinertiaofemployees,lackofconfidence,andblowsofchallenges.Whencheckforcegreaterthandownforce,Spherewillbeupwardalongtheslope.Sohighpressurecanmotivateemployees’vitalityandpotential,motivatethestaff'sworkingenthusiasm,such,thequalityofstaffalsowentup.Meanwhile,thecompanyalsoisfullofvitality;thecompany'sbenefitisimproved.Raisethecompany'sbenefitinturncanletemployeeshaveasenseofachievement.Finally,thisvirtuouscycleisverybeneficialtothedevelopmentofthecompany.

InTheoryY,managementassumesemployeesmaybeambitiousandself-motivatedandexerciseself-control.Itisbelievedthatemployeesenjoytheirmentalandphysicalworkduties.Accordingtothemworkisasnaturalasplay.

Lenovogroupisalargeenterprisehasdiversifieddevelopmentininformationindustrywhichwasestablishedin1984.Thereisa"enginetheory"inLenovoenterpriseculture:

employeesasthe"engine",theyshouldself-activetoadvanceafterestablishedtargetofdirectionincustomerdemandbytogetherwithleaders,eveninitiativedrivesotherservicesforyourtarget.Workistoreflecttheirownvalue,staffsshouldhavestrongdesiretodobetter,therequirementsofthethingstheydobecometheyvoluntarily.Everyoneincompanyshouldrecognizethateachperson'ssuccesscouldhelpthecompanysuccess,andthegrowthofeachindividualiscloselylinkedwithcompanysuccess.

TheoryXandTheoryYcomment

Withoutadoubt,HaierandLenovoaretheoutstandingrepresentativesofenterprisesinChina.Theyaresuccessful,buttheemployee'smanagementtheoriesaretotallydifferent.Essentially,accordingtotheideaforemployeesmanagementofHaierbelongtoXtheoryandLenovoistheoryY,andbothareadaptedtotheenterprise'sactualsituation,there’sthereasontheyhavebeenahugesuccess.So,whenisexactlytoapplythetheoryXortheoryY?

TherearesomerevelationfromIchakAdizes’（1988）enterpriselifecycletheory（seeExhibit1）andMaslow's（1970）PersonalityTheory（seeExhibit2）.

IchakAdize'stenstagesofcorporatelife-cycle

Exhibit1

Source:

IchakAdize'stenstagesofcorporatelife-cycle

Fromthepointofviewoftheenterprise,therearefourmainstagesinenterprisedevelopment:

foundingstage（Courtship）,growthstage（InfancytoPrime）,maturestage（afterPrimetoAristocracy）,recessionstage（afterAristocracy）.Inthefoundingstage,enterprise'smainpurposeistosurviveinthemarket,therefore,thereisnostandardizemanagementproblemsinthisstage.

Inthegrowthstage,unifiedoperationmodeandunifiedenterprisedevelopmentworkprocesshasbecomenecessary.Butnotallofthestaffscanadapttothedevelopmentofenterprise,then,enterprisemustadoptcompulsoryandcontrolmeanstostrengthenemployees’behaviour.Managementconceptinthisstagealwaystrendtoforced,strengthenandcontrolwhichistheoryXpattern.Thetimesforeachenterprise’sgrowthstagearedifferent,becauseenterpriseinthefaceofdifferentactualsituationandgrowthstagecannottobeavoided.

Afterthegrowth,employeebehaviourhaskeptconsistentwiththerequirementofthecompany.Inaccordancewithcompanypolicies,andprocessworkhasbeeninternalizedaspartofstaffs’dailyhabit,andtheyhavebeenabletoselfcontrolandcreationintheenterprisestandardrange.Atthistime,themanagersshouldchangethemanagementconcepttotheoryY.

Maslow'sPersonalityTheory

Exhibit2

Source:

Maslow'sPersonalityTheory

Whenpeopleinthelowerlevel,suchasphysiologicalneedtoandsafetyneedshaven'tbeensatisfied,thesituationismoreaccordwiththeoryXhypothesis,compulsoryandcontrolforincentiveandpunishisrelativelymoresensitivetoemployees;whenthesetwolevelsgetmeet,esteemneedsandbelongingnessandloveneedswillreplacethemaspsychologicalneeds.Atthistime,ifthemanagementisstillfocustheirattentiononthephysicalneeds,wantstoincentiveemployeesthroughpayhigherwages,providegoodworkingconditions,orattractivebenefits,theresultswillbenolongerapparent.

Inotherwords,whenpeople'sbasicphysiologicalneedsandsafetyneedsgetmeet,theoryXreachtoitscriticalpointofeffectiveness,fromnowon,theoryYismoreeffective.Managersneedtochangetheincentivesmeasures,paymoreattentiontoemployees'esteemneeds,belongingnessandloveneedsandself-actualizationneeds.Encourageemployeestoplaytotheirenthusiasmandinitiative,givehimacertaindegreeoffreedomtocontroltheirownactivities.Sothatemployeesrealizetheirowninterestsandthedevelopmentofenterprisesiscloselyrelatedto,resultinginastrongsenseofresponsibilityandsenseofaccomplishment.

TheoryZ

TheoryZisessentiallyahumanisticapproachtomanagementthatlooksattheorganisationasawhole.Ouchi（1981）describedorganisationsas“clans”,statingthatclancultureischaracterisedbyhomogeneityofvalues,beliefsandobjectives.Clancultureemphasisesthe“socialisation”ofallmemberstoachieveclan（organisational）goals.Thisuniversalcommitmentbyallclan（organisation）membersleadsto:

•Longtermemployment

Theindividualandtheorganisationarecommittedtoeachothersprosperity,engenderinggreaterloyaltyonbothsides.

•Consensualdecisionmaking

Allmembersareinvolvedasopposedtotypicalhierarchicaldecisionmakingorganisations.

•Individualresponsibility

Asallmembersarecommittedtoachievingclan（organisational）goals,theytakeindividualresponsibilityfortheirownperformance.

•Slowevaluationandpromotion.

Thelongertermcommitmentofemployee’sallowsmoreindepth,longertermassessmentofindividualsandidentificationofthemostsuitablecandidatesforpromotion.

•Informalcontrol/Formalisedmeasures

TypeZorganisationsexhibitinformalcontrolmethodswhilstretainingperformancemeasuresthroughformalmechanisms.

•Moderatelyspecialisedcareerpath

CareerpathsarenotasspecialisedasinmostAmericanorganisationsbutmorespecialisedthantraditionalJapaneseorganisations.

•Holisticconcern

Concernforfellowemployeesgoesbeyondtheworkplace.

TheoryZcomment

TheoryYandtheoryZhasessentialdifference.TheoryYisbasedonthewesternliberalismandindividualism,moreemphasizeonautonomy;theoryZemphasizecooperation,thewesternliberalismandindividualismisnotadvisable,butcooperation.

Forinstance,Intelsuccessfullinksindividualstogetherwithcompany,thestaffsareindividuals,atthesametime;theyarealsothemembersofthecompany.Managersarerequiredtobeabletoacknowledgeandacceptemployees’mistakes,alsoabletolearnfromemployees’advantages.Organizationmanagementtrendstoinvolveopencommunication,ethics,staffdevelopment,long-termcommitmentandcollectivecooperation.

Oneminutemanager

TheOneMinuteManagerrevealsthreesecretstoproductiveandefficientmanagingastoldthroughayoungman'ssearchfortheperfectmanagingandleadingskills.TheOneMinuteManagerisfocusedon,notsurprisingly,aoneminutemanager.Themanisavenerableleaderthatishighlyspokenofbyhisemployees,histhreesecretsbeingthekeytohissuccess.

ThefirstsecretisOneMinuteGoals.Thisinvolvesameetingofthemanagerandtheemployeewheregoalsareagreedon,writtendowninabriefstatement,andoccasionallyreviewedtoensurethatproductivityisoccurring.Thiswholeprocesstakesa"minute",whichtrulymeansitisaquickmeeting,howeveritisnotlimitedtojustsixtyseconds.Thepurposeofoneminutegoalsettingistoconfirmthatresponsibilitiesofeachworkingisunderstood,understandingthatconfusionleadstoinefficiencyanddiscouragement.

Thesecondsecrettooneminutemanagingisoneminutepraising.Thisinvolvesbeingopenwithpeopleabouttheirperformance.Whenyoucatchsomeonedoingsomethingright,agoaloftheoneminutemanager,youpraisethemimmediately,tellingthemspecificallywhattheydidcorrectly.Pausetoallowthemto"feel"howgoodyoufeelregardingtheirimportancetotheorganization,andfinishbyshakinghands.

Thethirdsecretistheoneminutereprimand.Beinghonestwiththosearoundyouinvolvesreprimandingwhenawronghasoccurred.Thefirststepistoreprim